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| Criterion |  Facilitation Responsibility Poker |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |  Facilitation Delegation Poker |
|---|---|---|---|---|
Purposedifferent | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. |
Complexitydifferent | Low | High | High | Low |
Timedifferent | 45-90 min | 1-5 Tage | Half day | 45-90 min |
Participantsdifferent | 3-10 | 4-12 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy | Delegation Board, Decision Boundaries, Role Agreements |
Tagsno overlap | RolesResponsibilityTeamFacilitation | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy | AutonomyRolesTeam |